The Role of Motivation and Leadership in Public Employees’ Job Preferences: Evidence from Two Discrete Choice Experiments
通过两个离散选择实验，研究了三种领导风格和三种工作特征如何同时且独立地影响公共雇员的工作偏好，发现员工偏好能惠及更多公民、更有趣且由道德领导带领的工作，而5%的加薪能增强偏好，1%则无显著影响。
Two discreet choice experiments investigated how three styles of leadership (i.e., transformational, transactional, and ethical) and three job features aimed at activating different motivational forces (i.e., public service motivation, external regulation, and intrinsic motivation) simultaneously and independently affected the job preferences of a sample of public employees. Subjects displayed a strong preference for jobs that benefit more citizens, that are more interesting, and that require working under ethical leaders rather than unethical ones. Whereas the prospect of a 5% salary increase strengthened participants’ preferences for a given position, offering a 1% salary raise did not significantly change subjects’ job choices. Furthermore, participants did not appear to have any preference for working under a transformational leader rather than a transactional leader.